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Coles The Value Standard: How Buyers Evaluate, Sellers Differentiate, and Real Value Gets Realized at Village Green Shopping Centre in Vernon, BC
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Every organization runs on decisions that promise value: what to buy, what to build, what to fund, what to keep, what to end. Most arrive on the desk of a CFO, CIO, or CPO as forecasts and forecasts alone. Value gets certified at approval. Then the certifying framework disengages.
The Value Standard specifies what has to be in place for an organization to know, before, during, and after any strategic decision, whether the value expected is the value actually being realized.
This is the first published standard designed to be adopted rather than licensed. It is buyer-governed by design and independent of any particular pricing model, delivery approach, or vendor architecture.
Written for CFOs setting capital allocation discipline for AI, transformation, and enterprise investment. CIOs governing technology decisions whose value must survive board scrutiny. CPOs building procurement architectures that produce value, not just savings. Boards and executive teams demanding evidence that strategic decisions are producing what they promised. Governance leaders responsible for how strategic decisions are made, not only what gets purchased.
Every organization runs on decisions that promise value: what to buy, what to build, what to fund, what to keep, what to end. Most arrive on the desk of a CFO, CIO, or CPO as forecasts and forecasts alone. Value gets certified at approval. Then the certifying framework disengages.
The Value Standard specifies what has to be in place for an organization to know, before, during, and after any strategic decision, whether the value expected is the value actually being realized.
This is the first published standard designed to be adopted rather than licensed. It is buyer-governed by design and independent of any particular pricing model, delivery approach, or vendor architecture.
Written for CFOs setting capital allocation discipline for AI, transformation, and enterprise investment. CIOs governing technology decisions whose value must survive board scrutiny. CPOs building procurement architectures that produce value, not just savings. Boards and executive teams demanding evidence that strategic decisions are producing what they promised. Governance leaders responsible for how strategic decisions are made, not only what gets purchased.
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